8 FACTORS FAVOURING A SUCCESSFUL CHANGE PROGRAMME

1.    Acceptance of the need and scope for change

There is always room for improvements to jobs and work organisation. The key to success of a change programme is to get all parties to accept the need for change.

2.    Visible commitment from the top

Unless there is a clear commitment at the top, even a participative oriented change programme is likely to founder. The contribution of senior management lies in setting objectives, agreeing to commit resources, approving planes and acting as an arbiter when choices are not clear. Those affected by the changes need to feel confident that this commitment and leadership is present at the highest levels of the management hierarchy. Usually it falls to the change agent to ensure that this commitment is made apparent to employees and their representatives.

3.    Technical competence

Assess to people either within the organisation or brought in from outside who have technical abilities both with respect to communicating with prospective users at all levels and in any new technology that is to be introduced.

4.    Someone with accepted status and influence, acting as the driving force

The change agent may come from within, or be recruited externally; in either case the need to spend time gaining trust and credibility with all parties in order to be the focal point or driving force. A working party or user group is strongly recommended, but such groups can flounder if they lack leadership.

5.    Acceptable environment

There should be no serious deficiencies in physical working environment or in conditions or employment calling for urgent attention. The introduction of new methods should not be used to try to mask such deficiencies.

6.    A climate of trust

There needs to be a degree of trust and openness in relations between managers end employees and the systems for negotiation and consultation are reasonably sound and effective in use. This and the next factor are necessary for successful participation.

7.    Adequate and effective communication

Communication must be relevant: employees need to be able to discuss, on a face to face basis, how their particular jobs and working relationships are likely to be affected and to feel that their points of view on issues which affect them have been taken into account when decisions are mad, even if their needs and hopes cannot be fully met.

8.    A feeling by employees that changes are fair

There is agreement to consider the distribution of any financial benefits accruing from the changes and agreement on manning levels.